Some operator practitioners once sorted out several facts about "grid":
The income of most grid personnel is indeed higher than before, the highest may be 4 or 5 times of before, and what surprises me even more is , on the contrary, in the grid reforms in the central and western provinces, the income of grid personnel has increased even more.
grids are also divided into "three, six, nine" and so on. Some are rich in oil and water, and some are barren, so it is not so easy to make the grid long.
For example, the election process of some well-oiled grid chiefs seems to be prone to rent-seeking space. In some barren places, the one-size-fits-all implementation of severance contracts will lead to many "gray incidents" that are not humane to the outside world.
The work intensity of Grid personnel is indeed much higher than before, and the working hours alone are far higher than before. Since Grid follows the principle of more work, more pay, no cap, and the number of people can be reduced without reducing capital, so the Grid personnel They all worked very hard.
What needs to be pointed out in particular is that the grid manager who has resigned from the contract is particularly under great pressure, because he not only has to earn back his own salary, but also the wages of other staff in the grid. Therefore, the working conditions of the grid staff The long term is something to focus on. Is the statement
correct?
Speaking of grid reform, it should be regarded as one of the core reform and development measures after the "computing power + link, cloud network integration and other concepts" launched by operators.
Since 2017, the overall revenue of operators has slowed down significantly, and has been affected by environmental factors such as cost reduction. Since China Unicom’s mixed reform, the three operators have been actively promoting supply-side reform. The grid initiative is a combination of these factors. product of the action.
It stands to reason that the core purpose of the grid is to improve the flexibility of small organizations under the economies of scale of large organizations, improve customer satisfaction through localized services, maximize corporate income, minimize costs, and thereby maximize profits.
In other words, gridization should be a win-win situation for grid staff, users, and enterprises.
Someone pointed out that the main purpose of the three major domestic operators in promoting grid reform is to solve the increasingly serious "personnel burden" problem. What is "personnel baggage"?
mainly means: It is difficult for the current employees of the three major operators to meet the needs of the future development of the enterprise!
In recent years, domestic operators who have been confused have been busy transforming. They need to be fully cloud-based and digital. This is a major trend and is imperative. However, the transformation has two impacts on the employee group:
First, to achieve comprehensive After cloudification, operators will definitely not need such a large number of employees. For example, Verizon, the largest operator in the United States that has completed the transformation, has about 100,000 employees (more than 200,000 at most), while China Mobile has 460,000 employees. There are also more than 400,000 China Telecom , and more than 230,000 China Unicom . Such a huge employee scale has caused heavy cost pressure on operators -
For example, China Mobile's "employee compensation and related costs" expenditure in 2019 was as high as 102.518 billion yuan, accounting for 14% of revenue, and this data is still It is growing at a rate of 10% every year. You must know that China Mobile's revenue growth is far less than 10%. Therefore, it is not a lie to say that employee compensation has caused heavy cost pressure on operators. Think about China Unicom, labor costs in 2019 More than 50 billion, but its profit is only a little over 10 billion.
Second, after cloudification and digitization, operators’ market form and product form are completely different from the past. For example, in the past, most of the market was ToC. In the future, it may be more ToB. In the past, they sold account cards, If you sell broadband, you will have to sell cloud and industry solutions in the future.
With the skills and experience of current employees, can it adapt to new market forms and product forms? It is difficult. This cannot be solved by simple empowerment. If you want a 50-year-old middle-aged man to convince a 30-year-old CTO of a company to choose your product to go to the cloud, it will definitely not be possible with a few empowerment training sessions. of.
Therefore, the "personnel burden" of the three major operators refers to the contradiction between the current large employee group and the future development needs of the enterprise!
Source: Operators talk about
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